Biography of Architect Norma Merrick Sklarek

Architect Norma Merrick Sklarek (born April 15, 1926 in Harlem, New York) worked behind the scenes on some of the largest architectural projects in America. Notable in architectural history as the first Black American woman registered architect in New York and California, Sklarek was also the first Black woman to be elected to the prestigious Fellow of the American Institute of Architects (FAIA). In addition to being the production architect for many high-profile Gruen and Associates projects, Sklarek became a role model to many young women entering the male-dominated architecture profession. Sklareks legacy as a mentor is profound. Because of the disparities she faced in her life and career, Norma Merrick Sklarek could be sympathetic to the struggles of others. She led with her charm, grace, wisdom, and hard work. She never excused racism and sexism but gave others the strength to deal with adversities. Architect Roberta Washington has called Sklarek the reigning mother hen to us all. Others have called her The Rosa Parks of Architecture. Fast Facts: Norma Sklarek Occupation: Architect  Ã‚  Ã‚  Also Known as: Norma Merrick Sklarek, Norma Merrick Fairweather, Norma MerrickBorn: April 15, 1926 in Harlem, New YorkDied: February 6, 2012 in Los Angeles, CaliforniaEducation: B.Arch. from Columbia University’s School of Architecture (1950)Architecture with Cesar Pelli: San Bernardino City Hall (1972) ; Columbus Courthouse Center in Indiana (1973); Pacific Design Center in California (1975); The U.S. Embassy in Tokyo, Japan (1978)Key Accomplishments: As a Black female, Sklarek became a well-respected project director and educator within the white male dominated field of architecture.Fun Fact: Sklarek been called The Rosa Parks of Architecture East Coast Years Norma Merrick was born to West Indian parents who had moved to Harlem, New York. Sklareks father, a doctor, encouraged her to excel in school and to seek a career in a field not normally open to females or to Americans of color. She attended Hunter High School, an all-girls magnate school, and Barnard College, a womans college associated with Columbia University, which did not accept women students at the time. In 1950 she earned a Bachelor of Architecture degree. After receiving her degree, Norma Merrick was unable to find work at an architecture firm. After being rejected by dozens of firms, she took a job at the New York Department of Public Works. While working there from  1950 to 1954 she studied for and passed the grueling, week-long series of tests to become a licensed architect in New York State — on her first try. She was then in a better position to join the large New York office of Skidmore, Owings Merrill (SOM), working there from 1955 until 1960. Ten years after earning her architecture degree, she decided to move to the West coast. West Coast Years It was Sklareks long association with Gruen and Associates in Los Angeles, California where she made her name within the architecture community. From 1960 until 1980 she used both her architectural expertise and her project management skills to realize the many multi-million dollar projects of the large Gruen firm — becoming the firms first female director in 1966. Sklareks race and sex often were marketing detriments at the time of her employment with major architectural firms. When she was a director at Gruen Associates, Sklarek collaborated with Argentina-born Cà ©sar Pelli on a number of projects. Pelli was Gruens Design Partner from 1968 to 1976, which associated his name with new buildings. As Production Director, Skarek had immense responsibilities but was rarely acknowledged on the finished project. Only the U.S. Embassy in Japan has acknowledged Sklareks contributions — the Embassy website stated that The building was designed by Cà ©sar Pelli and Norma Merrick Sklarek of Gruen Associates of Los Angeles and constructed by Obayashi Corporation, as straightforward and matter-of-fact as Sklarek herself. After 20 years with Gruen, Sklarek left and from 1980 until 1985 became Vice President at Welton Becket Associates in Santa Monica, California. While there, she directed the construction of Terminal One at Los Angeles International Airport (LAX), which opened in time for the 1984 summer Olympic games in Los Angeles. In 1985 she left Welton Becket to establish Siegel, Sklarek, Diamond, an all-woman partnership with Margot Siegel and Katherine Diamond. Sklarek is said to have missed working on the large, complicated projects of previous positions, and so she finished her professional career as Principal at the Jerde Partnership in Venice, California from 1989 until her retirement in 1992. Marriages Born Norma Merrick, she was married three times. She is also known as Norma Merrick Fairweather, and her two sons are Fairweathers. Sklarek was the name of Norma Merricks second husband, architect Rolf Sklarek, whom she married in 1967. It becomes understandable why professional women often keep their birth names, as Merrick changed her name again in 1985 when she married Dr. Cornelius Welch, her husband at the time of her death. Quote In architecture, I had absolutely no role model. Im happy today to be a role model for others that follow. Death Norma Sklarek died of heart failure at her home on February 6, 2012. She lived with her third husband in Pacific Palisades, an affluent residential area of Los Angeles, California. Legacy Sklareks life has been filled with many firsts. She was the first Black woman to be licensed as an architect in New York (1954) and in California (1962). In 1959, Sklarek became the first Black woman to become a member of the American architects national professional organization, the American Institute of Architects (AIA). In 1980, she was the first woman to be elected a Fellow of the AIA (FAIA). Its notable that in 1923 Paul Revere Williams became the first Black architect to become a member of the AIA, and he rose to become a Fellow in 1957. In 1985, Norma Sklarek helped establish and managed the California firm Siegel, Sklarek, Diamond, one of the first woman-owned and operated architectural firm. Norma Merrick Sklarek collaborated with design architects to transform building ideas from paper to architectural realities. Design architects usually receive all the credit for a building, but just as important is the production architect who sees the project to completion. Austrian-born Victor Gruen has long been credited with inventing the American shopping mall, but Sklarek was ready to carry out the plans, making changes when necessary and solving design problems in real time. Sklareks most significant project collaborations include City Hall in San Bernardino, California, Fox Plaza in San Francisco, California, the original Terminal One at the Los Angeles International Airport (LAX) in California, Commons - Courthouse Center in Columbus, Indiana, the Blue Whale of the Pacific Design Center in Los Angeles, the U.S. Embassy in Tokyo, Japan, Leo Baeck Temple in Los Angeles, and the Mall of America in Minneapolis, Minnesota. As a Black American architect, Norma Sklarek more than survived in a difficult profession — she thrived. Raised during Americas Great Depression, Norma Merrick developed an intelligence and tenacity of spirit that became an influence to many others in her field. She proved that the architecture profession has a place for anyone willing to persist at doing good work. Sources AIA Audio Interiew: Norma Merrick Sklarek. http://www.aia.org/akr/Resources/Audio/AIAP037892?dvidrecspecAIAP037892Bellows, Layla. Norma Sklarek, FAIA: A Litany of Firsts that Defined a Career, and a Legacy. AIA Architect. http://www.aia.org/practicing/AIAB093149Beverly Willis Architecture Foundation. Norma Merrick Sklarek.  http://www.bwaf.org/dna/archive/entry/norma-merrick-sklarekBWAF Staff. Roberta Washington, FAIA, Makes A Place, Beverly Willis Architecture Foundation, February 09, 2012. http://www.bwaf.org/roberta-washington-faia-makes-a-place/National Visionary Leadership Project. Norma Sklarek: National Visionary. http://www.visionaryproject.org/sklareknorma/U.S. Department of State. Embassy of the United States, Tokyo, Japan. http://aboutusa.japan.usembassy.gov/e/jusa-usj-embassy.html

Essay on Amer. Lit - 2033 Words

Possible Essay Questions: 1. Consider the imagery used in Shakespeare’s assigned sonnets, Herrick’s â€Å"To the Virgins,† and Marvell’s â€Å"To His Coy Mistress.† Although their images differ, what do all these poets seem to be saying about time? Be specific when referring to the poems. The imagery is very different, but all of the poems and poets seem to be saying time is important in life. In Shakespeare’s Sonnet 18 he says, â€Å"And every fair from fair sometime declines,† when explaining the inevitable decline in appearance of his friend (Line 7). In Shakespeare’s Sonnet 29 he says, â€Å"I all alone beweep my outcast state,† suggesting that he regrets the decisions he has made in his life and might have made different decisions if he was given†¦show more content†¦Although she deliberately states that she will not judge his actions one way or the other, this is the only play she vocally states that judgment is needed, thus her implication of his disagreeable actions. The irony with this belief is that she is clearly anti-slavery, but alludes to women following their husbands rather than having a say in important decisions. For instance, when Tuscan informs Oroonoko that his wife and children may not be fit to escape through the mountains and woods Oroonoko says, â€Å"if there were a woman among them so degenerate from love and virtue to choose slavery before the pursuit of her husband, and with the hazard of her life to share with him in his fortunes, that such a one out to be abandoned† (2217). This is interesting because Behn has had personal experience with being oppressed as a result of her gender, yet in this story she condemns slavery while the hero degrades women. 4. Swift asks those who find fault with his proposal to ask the parents of the poor children of Ireland a question. What is that question, and how does he think they will answer? Why? Jonathan Swift outlines two main points for those who find fault with his proposal to consider. First he says, â€Å"how they will be able to find food and raiment for an hundred thousand useless mouths and backs,† suggesting the critics probably won’t solve the issue (Swift 2467). Second, he says, â€Å"whose sole subsistence put into a commonShow MoreRelated Kurt Vonnegut Essay2033 Words   |  9 Pagesfor anything by anybody, Vonnegut is suggesting that a good meaning for life might simply be to be useful (Vonnegut, Sirens, 310). The theme and plot of meaninglessness and uselessness mirror Vonneguts experiences in the aftermath of Dresden (Amer. Lit. Bio., 301, 303-304). God Bless You, Mr. Rosewater also exhibits elements of Vonneguts take on technology and existentialism in plot and theme. The protagonist, millionaire Eliot Rosewater, gives up the life of riches and comfort to live inRead MoreSecrecy Of A Free And Open Society2031 Words   |  9 Pagesintelligence and saves all some time. That goes for you as well General. Noted, your honor. 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General Power of Attorney Free Essays

My Agent shall have full power and authority to act on my behalf. This power and authority shall authorize my Agent to manage and conduct all of my affairs and to exercise all of my legal rights and powers, including all rights and powers that I may acquire in the future. My Agent’s powers shall include, but not be limited to, the power to: 1. We will write a custom essay sample on General Power of Attorney or any similar topic only for you Order Now Open, maintain or close bank accounts (including, but not limited to, checking accounts, savings accounts, and certificates of deposit), brokerage accounts, retirement plan accounts, and other similar accounts with financial institutions. a. Conduct any business with any banking or financial institution with respect to any of my accounts, including, but not limited to, making deposits and withdrawals, negotiating or endorsing any checks or other instruments with respect to any such accounts, obtaining bank statements, passbooks, drafts, money orders, warrants, and certificates or vouchers payable to me by any person, firm, corporation or political entity. b. Perform any act necessary to deposit, negotiate, sell or transfer any note, security, or draft of the United States of America, including U.S. Treasury Securities. 2. Sell, exchange, buy, invest, or reinvest any assets or property owned by me. Such assets or property may include income producing or non-income producing assets and property. 3. Purchase and/or maintain insurance and annuity contracts, including life insurance upon my life or the life of any other appropriate person. 4. Take any and all legal steps necessary to collect any amount or debt owed to me, or to settle any claim, whether made against me or asserted on my behalf against any other person or entity. 5.Enter into binding contracts on my behalf. 6. Exercise all stock rights on my behalf as my proxy, including all rights with respect to stocks, bonds, debentures, commodities, options or other investments. 7.Maintain and/or operate any business that I may own. 8.Employ professional and business assistance, as may be appropriate, including attorneys, accountants, and real estate agents, for my personal or business affairs. 9. Sell, convey, lease, mortgage, manage, insure, improve, repair, or perform any other act with respect to any of my property (now owned or later acquired) including, but not limited to, real estate and real estate rights (including the right to remove tenants and to recover possession). This includes the right to sell or encumber any homestead that I now own or may own in the future. 10. Prepare, sign, and file documents with any governmental body or agency, including, but not limited to, authorization to: a. Prepare, sign and file income and other tax returns with federal, state, local, and other governmental bodies. b. Obtain information or documents from any government or its agencies, and represent me in all tax matters, including the authority to negotiate, compromise, or settle any matter with such government or agency. c. Prepare applications, provide information, and perform any other act reasonably requested by any government or its agencies in connection with governmental benefits (including medical, military and social security benefits), and to appoint anyone, including my Agent, to act as my â€Å"Representative Payee† for the purpose of receiving Social Security benefits. 11. Transfer any of my assets to the trustee of any revocable trust created by me, if such trust is in existence at the time of such transfer. 12. Subject to other provisions of this document, disclaim any interest, which might otherwise be transferred or distributed to me from any other person, estate, trust, or other entity, as may be appropriate. However, my Agent may not disclaim assets, to which I would be entitled, if the result is that the disclaimed assets pass directly or indirectly to my Agent or my Agent’s estate. This Power of Attorney shall be construed broadly as a general Power of Attorney. The listing of specific powers is not intended to limit or restrict the general powers granted in this Power of Attorney in any manner. Any power or authority granted to my Agent under this document shall be limited to the extent necessary to prevent this Power of Attorney from causing: (i) my income to be taxable to my Agent, (ii) my assets to be subject to a general power of appointment by my Agent, or (iii) my Agent to have any incidents of ownership with respect to any life insurance policies that I may own on the life of my Agent. How to cite General Power of Attorney, Essay examples

Firm Resources Capabilities - Conditions in Strategic Decision

Question: Discuss about the Firm Resources Capabilities,Conditions in Strategic Decision. Answer: Aim: The objective of this report is to develop the framework which helps in identifying the resources, capabilities, and internal analysis to take strategic decision for improving the performance of the organization. Background: Entrepreneur search for the opportunities arises due to market friction, uncertainty, technological advancement, and etc. to remain ahead of their competitors. The entrepreneur built strategy by analysing the interaction with customers, firms, and technologies (Wadhawani, 2017). The trial and error process is used for solving the complex task. The knowledge should be acquired of the dynamic process instead of static process. The demand of the product is influenced by advertisement of the product (Anderson, 2016). Spontaneous ordering is come into process when the interaction of the entrepreneur increases with the market activities. The value of the product is measured in terms of its performance and popularity among the customers. The accumulation of organizational process helps in determining the resources and the capabilities of the product. The process of strategic management helps in determining the position and characteristics of the organization among its competitors. The selec tion of the strategy plays an important role for determining resources, capabilities, and condition of the internal firm for taking strategic decision for enhancing the performance of the organization. The internal analysis helps in bringing the differences in the process by formulating strategies implemented in the curriculum of the enterprise. The capabilities of the organization can be measured in terms of integration, making strategic decision, building of alliance, product development, building relationship, and development of technology. It has been analysed the resources of the organization are categorized into two sub-category which are named as Tangible resources and Intangible resources. Tangible resources are defined as the assets which can be seen, touched, feel, and measured. Product, equipment, manufacturing unit, and formal reporting structure are some of the example of tangible resources. The intangible resources are defined as the assets which are the base of the or ganization and they cannot be physically touched but only feel. Copyrights, patents, trademark, and unique pattern of routine are some of the example of intangible resources. The role of the entrepreneur is to find the strategic value of the tangible and intangible resources of the organization. The strategic value of the organization can be defined as the degree to which the core-competencies of the organization have been developed to enhance the performance of the organization. The systematic management of the resources and capabilities helps in attaining competitive advantage (Perera, 2012). The capacity of the organization to integrate the desired result is called as capabilities. The figure below shows the value chain model for the organization. Literature Review: From the research and analysis, it has been studied that the strategic analysis of the firm is depends on resource based view and market based view. Resource based view is the fundamental aspect of strategic decision for knowing the heterogeneity of the organization in terms of resources and capabilities of processes implemented within the enterprise (Grand, 2011). Market based view reveals the information related with the industrial factors which are responsible for competitive advantage. The sustainability is the major focus of the market based view. The cluster of resources helps in creating sustainability in achieving competitive advantage. Joint and collective action helps in upgrading the potential of the organization (Evaldo, 2009). It has been researched that there are four empirical indicators which helps in the generation of potential in competitive advantage which are categorised as value, inimitability, rareness, and non-substitutability. Resources are categorised as assets, organizational processes, capabilities, attributes, knowledge, and information (Rose, 2010). These resources help in the development of strategic plan which in turn helps in improving and enhancing the performance of the organization. The effectiveness of the strategic plan helps in keeping the organization ahead of their competitors. Human resource management and organization performance together helps in measuring the attributes of the employees, utilization, perception, rating, and participation (He, 2012). The strategic relationship helps in strengthening the human resource management system. Past studies give the clear picture of the relationship between resources of the organization, capabilities, resources, and competitive advantage. It has been found that the organization capabilities depend on the relationship between organizational resources, and competitive advantage. Value and quality are the pillars for improving the performance of the organization (Ismail, 2012). The value and quality are described in terms of cost, product, and services. The parameter of cost helps in enhancing the performance of the organization and keeps it ahead of their competitors. The performance of the firm can be enhanced by giving emphasis on flexibility of the product, accessibility, and reliability (Tim, 2008). The attention should also be given on tangible and intangible perspective of the resources. The resources are categorised as financial, physical, human, and experiential. The capabilities of the organization can be measured in terms of integration, making strategic decision, b uilding of alliance, product development, building relationship, and development of technology. It has been researched that there are three factors which are responsible for attaining sustainability in competitive advantage which are categorised as cluster specific factors, firm specific factors, and country specific factors. The figure below shows the strategic analysis for sustaining competitive advantage: The relationship between resources, capabilities, system, and internal analysis helps in remaining ahead of the competitors. The VRIO framework is used to measure the internal analysis of the organization. The VRIO framework is composed of valuable, rare, inimitable, and organized (Kor, 2011). The resources of the VRIO framework help in identifying the competitive position. The table below shows how the performance of the organization depends on valuable, rare, inimitable, and organization factors. Valuable Rare Imitate Organization Competitive advantage Performance No -- -- Yes Competitive disadvantage Below Normal Yes No -- Yes Competitive Parity Normal Yes Yes No Yes Temporary competitive advantage Above Normal Yes Yes Yes Yes Sustained Competitive advantage Above normal Methodology and Data: The research was conducted on Malaysian manufactures in 2017. The questionnaire was structured for obtaining the responses of the manufacturers to make the cross sectional study. This questionnaire is the study of the past for developing modification, combination, and extension on the organizational resources. The measurement of the competitive advantage is the score obtained from the responses given on the questionnaire. The main element of this questionnaire is cost, product, design style, packaging, product quality, services provided to the customers, technical support, and delivery speed. The organizational resources are measured in terms of financial resources, physical resources, machinery and equipment, experiential resources, and human resources. Interval scale is used for measuring the capabilities of the organization. The capabilities of the information depend on human resource training program, product development capabilities, and lastly, relationship building program (Sa khdari, 2016). The 10 items are used for measuring the performance of the organization which includes team work approach, logistic efficiency, company objective, policy and process, company procurement, networking, activities, procedures, manufacturing experience and reputation, and the relationship with suppliers and customers. The study includes 200 manufacturers which are randomly selected without putting any restriction on them. 135 manufacturers actively participate to give response to the questions asked in the questionnaire. The response rate of the questionnaire was 13.5%. Resources, capabilities, and system are the three variables which are used in the study of competitive advantage. The method helps in providing solution to some of the potential problems which are faced by the organization. The graph below shows the relationship between dependent variables and competitive advantage. The result of the pilot study was 7. It has been analysed from the questionnaire that: The positive relationship should be developed between resources, capabilities, and competitive advantage of the organization. The positive relationship should be developed between enterprise resources and competitive advantage. The positive relationship should be developed between capabilities of the organization and competitive advantage The positive relationship should be developed between system, process, procedure, and competitive advantage. Research Questions: What is the meaning of internal analysis of the organization? What is the relationship between resources and capabilities? What is the relationship between tangible and intangible resources with capabilities? What is the meaning of core competency? What framework is adopted by the organization for identifying resources, core competency, and capabilities? What is the meaning of competitive advantage Work Plan: Conclusion: Past studies give the clear picture of the relationship between resources of the organization, capabilities, resources, and competitive advantage. The performance of the firm can be enhanced by giving emphasis on flexibility of the product, accessibility, and reliability. The demand of the product is influenced by advertisement of the product. Spontaneous ordering is come into process when the interaction of the entrepreneur increases with the market activities. The organizational resources are measured in terms of financial resources, physical resources, machinery and equipment, experiential resources, and human resources. The strategic value of the organization can be defined as the degree to which the core-competencies of the organization have been developed to enhance the performance of the organization. References: Evaldo, J. (2009). Strategic resources and sustainability of competitive advantages in industrial clusters: Towards the general analytical framework.International journal of project management, [online] 19(23). Available at: https://www.anpad.org.br/admin/pdf/ESO2196.pdf [Accessed 5 Mar. 2017]. Rose, R. (2010). A review on the relationship between organizational resources, competitive advantage and performance, [online] 5(3). Available at: https://www.sosyalarastirmalar.com/cilt3/sayi11pdf/rose_haslinde_ismad.pdf [Accessed 5 Mar. 2017]. Ismail, A. (2012). The relationship between organizational resources, capabilities, system, and competitive advantage. Asian academy of management journal [online] 5(3). Available at: https://web.usm.my/aamj/17.1.2012/aamj_17.1.8.pdf [Accessed 5 Mar. 2017]. Kor, Y. (2011). Resources, capabilities, and entrepreneurial perception. 1st ed. [ebook] Available at: https://pdfs.semanticscholar.org/7af1/71ddab9b9fc5e6fa6b920cce6c6d553be441.pdf [Accessed 5 Mar. 2017]. He, J. (2012). Firm capability, corporate governance and competitive behaviour: a multi-theoretic framework. International journal of strategic change management [online] X(Y). Available at: https://www.business.illinois.edu/josephm/Publications/He_Mahoney_Wang_IJSCM.pdf [Accessed 5 Mar. 2017]. Anderson, J. (2016). Resource organization and firm performance- How entrepreneurial orientation and management accounting influence the profitability of growing and non-growing SME. International journal of Entrepreneurial orientation and management [online] X(Y). Available at: https://his.diva-portal.org/smash/get/diva2:928392/FULLTEXT01.pdf [Accessed 5 Mar. 2017]. Grand, S. (2011). Building strategizing capabilities in entrepreneurial firm. 1st ed. [ebook] Available at: https://www.druid.dk/conferences/nw/paper1/grand.pdf [Accessed 5 Mar. 2017]. Wadhawani, D. (2017). Historical changes and competitive advantage of the firm. 1st ed. [ebook] Available at: https://www.hbs.edu/faculty/Publication%20Files/17-052_ce716f44-7adb-40d3-9755-bb311f04c9e8.pdf [Accessed 5 Mar. 2017]. Sakhdari, K. (2016). Corporate entrepreneurship: A review and future research agenda. 1st ed. [ebook] Available at: https://timreview.ca/article/1007 [Accessed 5 Mar. 2017] Tim, M. (2008). Strategic management of the small firms. 1st ed. [ebook] Available at: https://www.cemi.com.au/sites/all/publications/Mazzarol%20SEAANZ04%20paper.pdf [Accessed 5 Mar. 2017]. Perera, H. (2012). Importance of managing intangible assets in enhancing dynamic capabilities of firms. 1st ed. [ebook] Available at: https://journals.co-action.net/index.php/aie/article/view/17292 [Accessed 5 Mar. 2017].